Timely delivery of all service requirements of the units under management, mitigation of operating risk, resolution of client service issues, management of team personnel, process improvement initiatives and budget management.

• Management and Optimization of Closed Books/Blocks organization (including Life and Annuity products) encompassing Claims, Customer Communications, Call Center, Inforce Service & Collections, Business Analysts, Training, Off-shore Relationship Management and International Business. Staffing represented 85 – 145 on-shore resources and 64 off-shore resources. • Co-program manager of strategic operating model implementation - focused on financial optimization, process re-engineering and technology delivery. Achieved 2011 and 2012 financial optimization goals, with a reduction in budget of nearly $350k annualized savings in first quarter of 2012 alone.• Led continuous off-shoring of strategic new offerings and functions of increasing complexity achieving an overall off-shoring penetration of 75 – 80%, an industry best in class result• Developed and implemented an Off-shoring Business Continuity strategy that encompassed initial, matured and low percentage off-shoring models resulting in a reduction of risk related expenses of approximately $700k.• Completed in-sourcing of an “at risk” TPA business in 4 months leveraging current infrastructure resulting in cost-avoidance of $250k - $500k.• Implemented standardized QA process with defined customer and SOX attributes which resulted in consistent achievement of 97% adherence goal.

• Management and Optimization of Closed Books/Blocks including Call Center, Customer Communications, Inforce Service & Collections, Training, Off-shore Relationship Management and International Business, Association Services, Site-wide Mail Operations and Conservation (focused on pro-active and re-active retention of assets). Staffing represented 90 – 100 on-shore resources and approximately 30 - 40 off-shore resources. • Executed relocation of Association Services operation from Harmon Meadow, NJ to Syracuse, NY, on time, on budget and with successful remediation of outstanding audit issues.• Led in-sourcing of US Financial Life operations from Cincinnati, OH to NYC and Syracuse, NY, successfully completing relocation of infrastructure and functions in an 8 month period within budget and while simultaneously remediating outstanding audit issues.• Closed Block/Book Optimization focused on financial and process optimization that resulted in headcount/expense reduction of 21% for the MONY Life Operation.• Led expansion of Unified Conservation to include support of Agency/Branch customer outreach sales goals, addressing annual review obligations and lead generation. • Executed successful delivery of process optimization, implementation of Image & Workflow system and off-shoring of basic process functions in an 18 month timeframe.

• Management of MONY Life Customer Service and Project Deliverables, Group Universal Life Worksite Marketing and Insurance Accounting. Span of control – 60 employees.• Responsible for the reconciliation and reporting for over 250 balance sheet accounts including implementation of an automated reconciliation tool in support of accelerated close goals.• Integration of Group Universal Life Worksite Market division including all phases of operations from pre-sale support, new business, billing/collections and post-issue service and communications, as well as technology delivery. Stabilized, standardized and implemented technology/process improvements working in partnership with Operations, Marketing and Field Management.• Developed and delivered project plan to eliminate inactive policy records from the Vantage administrative system, resulting in annual savings of $310k.• Developed and implemented a Life Conservation pilot resulting in retained assets of $13.6m.• Developed, implemented and provided oversight to processes and procedures in support of the Sarbanes-Oxley Compliance Act of 2002.